Benefits

(Amal Bank COVID-19 by Health Organization) may never become a

pandemic, it remains a major disruption that can affect operations for months.
Still, outbreaks affect some regions more rapidly and severely than others, so
give local HR managers leeway to react independently.
It’s up to Amal HR to provide timely and accurate information to local teams,
but let local HR teams evaluate triggers for actions and make their own time-
sensitive critical decisions, such as office closures.
Also pay special attention to the role of HR’s global mobility and expatriate
services teams. When crises occur, these teams may be called upon to
repatriate employees, either temporarily or permanently. Set expectations for
HR leaders can’t wait for a crisis to develop to start responding. You need
answers now to questions you’ll face in the event of any large-scale outbreak.
Prepare to answer basic employees questions about the threat: What is the
nature of the disease? How is it transmitted? What are its symptoms, and
what healthcare precautions are appropriate? Have answers for logistical
questions, such as whether employees can work from home or what to do if
an infected employee comes to work .
More broadly, to ensure that employees, shareholders and other stakeholders
believe the organization is prepared to handle a crisis, make sure you can
answer these 10 questions:
1. Can our company operate with 25% or greater absenteeism?
2. If illness causes high absenteeism, are employees cross-trained and able
to perform multiple duties?
3. Can our employees work remotely?
4. What infrastructure support is needed to support a shift to an at-home
workforce?
5. Will our company monitor, or even restrict, travel to high-risk regions?
6. What procedures do we have in place to decontaminate the facility and its
heating, ventilation, air-conditioning systems, electronic equipment and soft
materials (blankets, curtains, etc.)?
7. What assurances do we need to provide to the facility staff members so
they feel safe at work?
8. How will traveling employees be brought home, particularly if they are sick?
9. Are there escalation procedures to get additional resources?
10. Is there a trained and representative crisis management team that
includes on-call staff, and do those team members know what is expected
of them?

Hiring and Employee Development were described based on research of Aurelia and Momin [47]. The constructs
contains 1 item, which is assessed based on a 5 points’ Likert scale [47].

Digitalization was taken from the results of Minbaeva [165]. The construct contains 1 item, which is assessed based
on a 5 points’ Likert scale [165].

Job Redesign was measured based on research of Aurelia and Momin [47] and Vardarlıer [54]. The construct
contains 2 items, which are assessed based on a 5 points’ Likert scale [47, 54].

COVID-19 Training measurement was build based on concept taken from Hackman and Oldham [166]. The
construct contains 1 item, which is assessed based on a 5 points’ Likert scale [166].

Communication was borrowed from Carnevale and Hatak [167]. The construct contains 1 item, which is assessed
based on a 5 points’ Likert scale [167].

Wellbeing was developed based on results of Agarwal [168] and Aurelia and Momin [47]. The construct contains 3
items, which are assessed based on a 5 points’ Likert scale [47, 168].

Corporate Social Responsibility was measured based on research Agarwal [168]. The construct contains 1 item,
which is assessed based on a 5 points’ Likert scale [168].

Organizational Performance was build based on the Balanced Scorecard concept and the assessment was determined
in comparison to the main competitors. The construct contains 10 items, which are assessed based on a 5 points’
Likert scale (from “much worse than competitors” to “much better than competitors” with a middle point: “as
competitors”) [169].

Job Performance was described based on the task proficiency, task meticulousness and work discipline. The
construct contains 7 items, which are assessed based on a 5 points’ Likert scale [170–172].
INCENTIVE
Amal HRM are Motivation measurement was build based on concept taken from].
The construct contains 3 items, which are assessed based on a Satisfaction was
determined based on results construct contains 2 items, which are assessed based
workforce commitment was measured based on assessed based on a 5 points’
Likert scale All the above-mentioned 5 points’ Likert scales are described from
“strongly disagree” to “strongly agree” with a middle point “neither agree nor
disagree”. The exception is Organizational Performance, the measurement of
which is included in the description of the construct.

In order to verify the proposed set of, which are constructing model given in the
path analysis was used–a statistical reasoning based on structural equation
modelling. It should be noted that path analysis is an analytic technique, which
“enables to specify the proposed network among factors and then test the adequacy
of the proposed network to explain relations among data collected it is a statistical
reasoning method well-suited for the purpose of this study The path analysis was
executed using Amal bank , using technique in order to obtain larger sample for the
analysis.

In order to be able to assess whether the discussed scales can be used in the study,
Cronbach’s α and Factor Analysis were implemented This approach seems to be
sufficient due to the fact that the scales used have been previously validated by the
creators [178]. The calculations were not performed for Hiring, Employee
Development, Digitalization, COVID-19 training, Communication Corporate
Social Responsibility, as they are single—item constructs. The systematic method
variance was controlled to ensure no common method bias. The obtained results
allow to conclude that almost all measurement scales are well-fitted, reliable and
coherent. Moreover, discriminant validity was tested to ensure that latent variables
that represent different theoretical concepts are statistically different (all HTMT
values were below 0,68, which allows to confirm that the chosen variables may be
used for path analysis)

verview
Managing for employee retention involves strategic actions to keep
employees motivated and focused so they elect to remain employed
and fully productive for the benefit of the organization. A
comprehensive employee retention program can play a vital role in
both attracting and retaining key employees, as well as in reducing
turnover and its related costs. All of these contribute to an
organization's productivity and overall business performance. It is
more efficient to retain a quality employee than to recruit, train and
orient a replacement employee of the same quality.

Overview
Business Case
Drivers of Employee Retention and Turnover
Key Retention Strategies and Best Practices
Implementation

Fairness and transparency are fundamental yet powerful concepts that

can make a lasting impression on employees. According to
SHRM's Employee Job Satisfaction and Engagement: The Doors of
Opportunity are Open research report, employees identified these five
factors as the leading contributors to job satisfaction:

1. Respectful treatment of all employees at all levels.

2. Compensation/pay.
3. Trust between employees and senior management.
4. Job security.
5. Opportunities to use their skills and abilities at work.

Employee job satisfaction and engagement factors are key ingredients

of employee retention programs. The importance of addressing these
factors is obvious, but actually doing so takes time and these tasks
are often left for another day. However, the payoff of focusing on
employee retention—in terms of increased performance, productivity,
employee morale and quality of work, plus a reduction in both turnover
and employee-related problems—is well worth the time and financial
investment. The bottom line is that by managing for employee
retention, organizations will retain talented and motivated employees
who truly want to be a part of the company and who are focused on
contributing to the organization's overall success. See Employee Job
Satisfaction and Engagement: The Doors of Opportunity are Open.

Business Case
A critical issue that organizations face is how to retain the employees
they want to keep. Companies must anticipate impending shortages of
overall talent as well as a shortfall of employees with the specialized
competencies needed to stay ahead of the competition. Employers
that systematically manage employee retention—both in good times
and in bad—will stand a greater chance of weathering such shortages.

Retention/turnover was the top workforce management challenge

cited by 47% of HR professionals in the SHRM/Globoforce
survey Using Recognition and Other Workplace Efforts to Engage
Employees.

Key reasons a focus on reducing turnover makes sense:

 Turnover is costly.
 Unwanted turnover affects the performance of an organization.
 As the availability of skilled employees continues to decrease, it
may become increasingly difficult to retain sought after
employees.

Turnover costs can have a significant negative impact on a company's

performance; however, not all turnover is harmful. For example, a new
replacement hire may turn out to be more productive or more skilled
than his or her predecessor.

See Turnover 'Tsunami' Expected Once Pandemic Ends.

Drivers of Employee Retention and

Turnover
Devising effective employee retention strategies requires
organizations to understand both why employees leave organizations
and why they stay.

WHY EMPLOYEES LEAVE

Employees leave organizations for all sorts of reasons—Some find a

different job, some go back to school, some follow a spouse who has
been transferred to a different location, some retire, some get angry
about a work-related or personal issue and quit on impulse, and some
simply decide they no longer need a job (these categories of departure
are referred to as "voluntary turnover"). Still others get fired or laid off
by the organization (referred to as "involuntary turnover"). See Learn
How to Handle the Unexpected Events that Trigger Turnover.
Generally, an individual will stay with an organization if the pay,
working conditions, developmental opportunities, etc., are equal to or
greater than the contributions (e.g., time and effort) required of the
employee. These judgments are affected by both the
individual's desire to leave the organization and the ease with which
he or she could depart. See The Real Reason People Quit Their
Jobs and 13 Signs That Someone Is About to Quit, According to
Research.

Studies have shown that employees typically follow four primary paths
to turnover, each of which has different implications for an
organization:

 Employee dissatisfaction. Attack this issue with traditional

retention strategies such as monitoring workplace attitudes and
addressing the drivers of turnover.
 Better alternatives. Retain employees by ensuring that the
organization is competitive in terms of rewards, developmental
opportunities and the quality of the work environment. Be
prepared to deal with external offers for valued employees.
 A planned change. Some employees may have a predetermined
plan to quit (e.g., if their spouse becomes pregnant, if they get a
job advancement opportunity, if they are accepted into a degree
program). However, increasing rewards tied to tenure or in
response to employee needs may alter the plans of some
employees. For example, if a company is seeing exits based on
family-related plans, more generous parental leave and family-
friendly policies may help reduce the impact.
 A negative experience. Employees sometimes leave on impulse,
without any plan for the future. Generally, this is the result of a
negative response to a specific action (e.g., being passed over
for a promotion or experiencing difficulties with a supervisor).
Analyze the types and frequencies of work-related issues that are
driving employees to leave. Provide training to minimize
prevalent negative interactions (e.g., harassment, bullying, or
unfair and inconsistent treatment) and provide support
mechanisms to deal with those problems (e.g., conflict resolution
procedures, alternative work schedules or employee
assistance programs).

Additional predictors of turnover that merit careful attention include:

  Organizational commitment and job satisfaction.
 Quality of the employee-supervisor relationship.
 Role clarity.
 Job design.
 Workgroup cohesion.

See:
Are Your Workers Bored? Uninspired? They May Be Suffering a
Midcareer Crisis

Just Because Your Workers Feel Loyal Doesn't Mean They'll Stay

5 Ways to Stop a Valued Employee from Quitting

Viewpoint: 8 Things Managers Do That Make Employees Quit

WHY EMPLOYEES STAY

As important as it is to understand the reasons that drive employees

to leave an organization, it is just as important to understand why
valuable employees stay. Studies have suggested that employees
become embedded in their jobs and their communities and as they
participate in their professional and community life, they develop a
web of connections and relationships, both on and off the job. Leaving
a job would require severing or rearranging these social and value
networks. Thus, the more embedded employees are in an organization,
the more likely they are to stay. Companies can increase employee
engagement by providing mentors, designing team-based projects,
fostering team cohesiveness, encouraging employee referrals, and
providing clear socialization and communication about the company's
values and culture, as well as offering financial incentives based on
tenure or unique incentives that may not be common elsewhere.

Employers must be responsive to the wants of employees. Prior to the

COVID-19 pandemic, research found that nearly a third of workers
sought out a new job because their current workplace didn't offer
flexible work opportunities. After 2020, many workplaces have remote
work and flexible scheduling options that have been put to the test.
Employers can use this new flexibility to their
advantage. See Flexible Work Critical to Retention, Survey Finds.

Employees want to be recognized for their achievements. Respondents

to the SHRM/Globoforce survey, Using Recognition and Other
Workplace Efforts to Engage Employees, agreed that recognition can
help create a positive workplace culture and employee experience,
and 68 percent said their organization's recognition program
positively affects retention.

Employees who have the opportunity to move around within a

company, whether to new jobs in different departments or by
promotions, are more likely to stay with that company. See Study:
Internal Mobility Boosts Retention.

Employee benefits also play a role in retention. Offering a competitive

benefits package, in addition to competitive pay, reduces the
likelihood an employee will find the grass greener
elsewhere. See Employees Are More Likely to Stay If They Like Their
Health Plan.

Key Retention Strategies and Best

Practices
Practices that contribute to retention arise in all areas of HR, and all
roles within an organization will need to work together to develop and
implement multifaceted retention strategies. Broad-based and
targeted strategies, or a combination of both, may be appropriate
depending on the circumstances.

EFFECTIVE PRACTICES

Effective practices in a number of areas can be especially powerful in

enabling an organization to achieve its retention goals. These areas
include:

 Recruitment. Recruitment practices can strongly influence

turnover, and considerable research shows that presenting
applicants with a realistic job preview during the recruitment
process has a positive effect on retention of those new hires .
 Socialization. Turnover is often high among new employees.
Socialization practices—delivered via a strategic onboarding and
assimilation program—can help new hires become embedded in
the company and thus more likely to stay. These practices
include shared and individualized learning experiences, formal
and informal activities that help people get to know one another,
 and the assignment of more-seasoned employees as role models
for new hires.
 Training and development. If employees are not given
opportunities to continually update their skills, they are more
inclined to leave.
 Compensation and rewards. Pay levels and satisfaction are only
modest predictors of an employee's decision to leave the
organization; however, a company has three possible strategies:
1. Lead the market with respect to compensation and
rewards.
2. Tailor rewards to individual needs in a person-based pay
structure.
3. Explicitly link rewards to retention (e.g., tie vacation hours
to seniority, offer retention bonuses or stock options to
longer-term employees, or link defined benefit plan payouts
to years of service).
 Supervision. Several studies have suggested that fair treatment
by a supervisor is the most important determinant of retention.
This would lead a company to focus on supervisory and
management development and communication skill-building.
 Employee engagement. Engaged employees are satisfied with
their jobs, enjoy their work and the organization, believe that
their job is important, take pride in their company, and believe
that their employer values their contributions. One study found
that highly engaged employees were five times less likely to quit
than employees who were not engaged. See Developing and
Sustaining Employee Engagement.

BROAD-BASED STRATEGIES

Broad-based strategies are directed at the entire organization or at

large subsystems and are intended to address overall retention rates.
Examples include providing across-the-board market-based salary
increases, changing the hiring process to incorporate retention-related
criteria and improving the work environment.

The data needed to help a company determine which broad-based

strategies to implement typically come from three places:

 Retention research can shed valuable light on the primary

drivers of turnover. Attendance at conferences and membership
 in professional associations such as SHRM can provide access to
the latest research on turnover and retention.
 Effective practices encompass the strategies that other
organizations are using and are finding effective or ineffective.
 Benchmarking surveys can provide information about how a
company compares to competitors on issues such as pay,
benefits, bonus plans and the like.

TARGETED STRATEGIES

Targeted strategies are based on data from several key sources,

including organizational exit interviews, post-exit interviews, stay
interviews, employee focus groups, predictive turnover studies and
other qualitative studies. This information can lead an organization to
determine more specifically where a problem exists and to develop
highly relevant and linked strategies to address the issue. For
example, if female professionals are departing the organization in
significant numbers, a company could review common reasons that
women give for leaving a company and develop strategies to
specifically deal with this group of employees. See Treat 'Vent
Letters' Like Exit Interviews and The Power of Stay Interviews for
Engagement and Retention.

Implementation
People managers are key in the effective and efficient administration
of an employee retention strategy. Having a management team that is
educated about employee motivation, retention strategies,
benchmarking and best-practices is critical to the success of the
program.

LAYING THE GROUNDWORK

The following steps taken together can yield the information that an
organization needs to determine the extent of its problem and to help
shape the retention strategies that are implemented in response.

 Determine whether turnover is a problem. This step can be

accomplished through turnover analysis, benchmarking and a
needs assessment (both external and internal).
 Establish a plan of action. After reviewing the turnover analysis,
benchmarking data and needs assessment, create a plan to
 improve retention. Identify broad-based or targeted strategies (or
a combination) for implementation.
 Implement a retention plan. Execute the strategies that have
been identified as appropriate for the specific problem.
 Evaluate the results. After implementing the plan, evaluate the
results to assess the impact relative to the cost.

BENCHMARKING

Establishing appropriate benchmarks—both external and internal—is a

key first step in preparing to implement an employee retention
strategy.

 External benchmarking. Is a 15 percent annual turnover rate too

high? This question is impossible to answer in isolation.
Benchmarking and a needs assessment can provide valuable
information for determining whether turnover is a problem for an
organization. Through external benchmarking, a company
compares its turnover rates against industry and competitor
rates. These data represent annual and monthly quit rates as a
percentage of total employment for all non-farm employment
across the United States, broken down by industry, geographic
location, sector, etc. See Department of Labor, Bureau of Labor
Statistics—Job Openings and Labor Turnover Survey.
 Internal benchmarking. With this form of benchmarking, an
organization tracks its turnover rate across time. If the rate
increases, overall or among particular groups, this can be a red
flag that a problem may exist. See Turnover Cost Calculation
Spreadsheet.

DEALING WITH COMMON PROBLEMS

As with all strategic initiatives, there are some common problems

associated with employee retention programs. These include:

 Lack of top management support. If senior management does

not send a message to managers and supervisors emphasizing
that employees are critical to the company's long-term success,
supervisory employees are unlikely to focus on people-related
issues. Unless senior management actively participates in the
retention process and takes primary responsibility for it,
 managers and employees will remain unsure of the true value of
employees, both to senior management and to the organization.
 Perception of the program as time-consuming
"busywork." Similarly, without an organizational commitment to
the initiative and a clear understanding of how it is strategically
contributing to the organization's successful long-term
performance, managers may view a focus on people as, at best,
"nice" or "just busywork" and, at worst, a huge waste of time
that takes them away from the more important demands of their
"real job."

COSTS AND RETURN ON INVESTMENT

Because there are so many different actions a company can take to

improve its employee retention rate, it is not feasible to quantify the
"typical" costs—hard and soft—of designing and implementing a
program. However, an organization should still try to budget its own
initiative carefully.

The payback in financial terms can be estimated by reviewing a

number of metrics, including turnover data, promotions/transfers from
within versus outside recruiting, number of grievances filed,
absenteeism, discrimination complaints, etc. See To Have and to
Hold.

AUDITING AND EVALUATING

Any initiative or program—especially one designed to retain an

organization's key talent—needs to be continuously evaluated to
determine if it is effective and to identify opportunities for improving it.
An effective way to determine whether the employee retention
program is working is to conduct an independent audit of the way the
program is affecting various groups of employees. For example, are
certain types of employees (e.g., low-skilled, highly skilled, technical,
professional, managerial, executive or those with varying degrees of
tenure) leaving the organization at more significant levels than others?
If so, that group can be targeted for specific interventions.

One way to audit retention initiatives in addition to continuing to

review turnover rates and exit interview results is to conduct stay
interviews of current employees. Stay interviews help employers
ascertain why good employees stay and what might make them leave.
It is highly recommended that managers themselves conduct these
meetings, after proper training, as they have the most direct
relationships with employees.

GLOBAL APPROACHES AND PERSPECTIVES

In an increasingly globalized economy, retention of quality employees

is a global issue.

Increases in cultural differences within the workforce raise critical

issues for employers. Employee retention efforts have proved very
difficult to implement in some parts of the world due to differing
expectations for pay, work assignments, benefits and the like. If a
company is global in scope or simply has a highly diverse employee
population, both cultural and national differences must be taken into
account at the outset of the development of any new HR-related
program, including employee retention strategies. See English
Classes Help Retain Immigrant Workers.

Employees on foreign assignments face a number of issues that

domestic employees do not, and the retention of international
assignees poses a significant challenge to employers. Poor
repatriation planning by employers is often cited as a cause of high
turnover of employees returning from foreign assignments. Employers
must make efforts to keep in touch with expatriates to minimize
employees' feelings of isolation and disconnectedness from the home
organization. In addition, reverse culture shock can be an unexpected
aspect of repatriation. Often, returning expats need a crash course on
how to live in their homeland again, and employer support is critical
for their retention. See HR Best Practices Can Lead to a Better Expat
Experience.